Accountability of Transnational NGOs

Abstract

Nongovernmental organizations (NGOs) working across borders face increased accountability demands. Although many have proposed ways of changing accountability practices, the debate is rarely informed by leaders' perspectives of how accountability is perceived and practiced across different organizational settings. In interviews with NGO leaders we find aspirations to make accountability more meaningful and integrated, in particular by listening more to stakeholders other than donors. However, these aspirations are rarely put in practice and leaders continue to highlight traditional means such as financial accounting. This gap is particularly pronounced for smaller organizations and reflects an increasingly competitive environment shaped by rating agencies and a focus on financial metrics. To move from aspirations to practice, NGOs have to be willing to share more meaningful information about their work and outcomes with stakeholders. Practicing transparency that empowers beneficiaries is central to effective organizational learning and balancing demands from different stakeholders.

Improving and measuring transparency in NGOs: A disclosure index for activities and projects

“…For social interest organizations the disclosure of detailed information about all their activities and projects is a key instrument when it comes to offering proof of their credibility and when it comes to enjoying the social support and presence that are an inseparable part of them ( Código de Conducta CONGDE, ). Within this line, Schmitz, Raggo, and Bruno‐van Vijfeijken (), through a sample of 152 NGOs, study which one is the perception that leaders have on “accountability, to whom they feel accountable to, and how they implement accountability”. These authors conclude that “the second most frequently mentioned way in which NGOs implement accountability is through project/program evaluation and the development of tangible metrics or systems of assessment to evaluate what is being done …”.…”

How Do Social Media, Mobility, Analytics and Cloud Computing Impact Nonprofit Organizations? A Pluralistic Study of Information and Communication Technologies in Indian Context

“…Mitchell (2012) defines organizational effectiveness in the form of outcome accountability which is defining specific and measurable goals, achieving observable progress, demonstrating to stakeholders the promised goals being achieved and understanding efficiency in terms of return on investments. Schmitz, Raggo, and Bruno-van Vijfeijken (2011) mention that NPOs generally feel more accountable to donors than other beneficiaries. Many organizational effectiveness studies have taken place lately as accountability, transparency and financial responsibility have been stressed (Ebrahim & Weisband, 2007;Unerman & O'Dwyer, 2006).…”

Autoformación de las ONG en transparencia y rendición de cuentas en Ecuador

“…En el transcurso de las últimas dos décadas, la literatura sobre educación en administración pública está dando más atención a programas de EGONG y sus contenidos curriculares (Burlingame 2009;Mirabella y Young 2012;O'Neill 2005;Wish y Mirabella 1998). Así, si bien hay un incremento en los enfoques de la literatura comparativa que investiga EGONG (Donmoyer y otros 2012;Jackson 2009;Mirabella 2007;Mirabella y otros 2007;Schmitz, Raggo y Bruno-van Vijfeijken 2011), esta todavía está enfocada en el contexto de los Estados Unidos y en el crecimiento de los programas de EGONG (O'Neill 2005) a base de las expectativas profesionales en organizaciones sin ánimo de lucro (Bies y Blackwood 2007;O'Neill 2005). Programas de este tipo cada vez son relevantes debido a las mayores exigencias de profesionalizar el trabajo en el tercer sector.…”